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Position Description Values and Behaviours Organisational Position Description Position Title: Chief Executive Officer (CEO) Centre: Office of the CEO Reports To: Board Chair Values and Behaviours As a values-based organisation we demonstrate our values through our behaviours. We have identified and adopted a set of trademark behaviours which provides a framework for us to model, reward and challenge behaviour across our organisation. These behaviours guide everything we do: Take responsibility Always positive Show respect Step up and take a risk Underpinning our trademark behaviours is The Gordon Code of Conduct. This is a public statement defining how we behave and interact with clients and colleagues. Organisational Environment – The Role of the Institute The Gordon Institute of TAFE has a long and distinguished history of providing vocational education and training programs. Established in 1887 as an embryonic technical training college, it has, during the course of its history, functioned as a Technical College and an Institute of Technology, out of which were created two technical schools and Deakin University. With the creation of Deakin University in 1978, The Gordon Institute of TAFE reverted to its former name Gordon Technical College and underwent rapid growth as a College of Technical and Further Education and has now adopted the title Gordon Institute of TAFE to distinguish the organisation from secondary colleges. The Gordon is now part of the network of 12 TAFE Institutes providing a range of vocational education and training services to all Victorians. The main focus for The Gordon is the greater Geelong area, impacting broadly on the Barwon South Western region, and acting as a resource for other smaller providers. In recent times, the Institute has been seeking to respond to services intrastate, interstate and overseas. In accordance with Victorian and Federal Government policies, priorities and strategies, The Gordon will continue to provide a wide variety of vocational education and training programs. It will also continue to play a key role in redressing social, economic and educational disadvantage by catering for the ongoing training and retraining needs of the community at large. TAFE institutes are required to become more entrepreneurial and The Gordon is continually developing more flexible and responsive fee-for-service training programs to meet the needs of industry, commerce and Government which are largely conducted through its FFS operations within each Centre. 24 June 2019 Page 1 of 7 Strategic HR and Development Position Description_CEO Position Description The Role of the CEO The CEO reports to and is responsible to the Institute Board and is the Chief Executive of the Institute. The CEO is required to liaise closely with senior executives of the Higher Education and Skills Group (HESG) and as a senior manager within the State Training System, is required to satisfy and reconcile Government, industry and community training standards. A key focus is on maximising business benefits for the organisation and its stakeholders and ensuring effective consultation and collaboration. Position Dimensions Reporting to: The Board CEO responsible for Government contributions $55.9 Million Budget Sale of goods and services $13.5m Other Income: $1.9m Staff Number of staff EFT 529.4 (head count 964) Student Contact Hours 3.3 Million 200 nationally accredited qualifications, 80 other accredited training products, a range of VCE and VCAL programs, and Courses/Programs almost 100 accredited and non-accredited specialist short courses. Two main campuses: City and East Program Delivery: Colac and Wyndham Campuses Workplace training International offshore operations Key Challenges 1. Promote a culture that enables the Institute to continue its positive progression from a traditional educational enterprise to a Vocational Education and Training business, operating on sound business practices. 2. Align the Institute’s program profile and workforce profile to match that of regional industry and community needs. 3. Develop and expand the Institute’s fee-for-service business activities to local, interstate and international clients. 24 June 2019 Page 2 of 7 Strategic HR and Development Position Description_CEO Position Description 4. Manage the human resources of the Institute to foster a general commitment to the Institute, its aims and objectives, and the development of flexible terms and conditions through enterprise bargaining that facilitates a client centred approach to all activities and growth in Institute business. 5. Development of leaders, managers and staff who themselves understand and are energised by the new operating environment and can motivate and leverage the skills of staff. 6. The ability to effectively compete will depend on the Institute’s capacity to adopt and adjust to information technologies that enable the development and maintenance of outstanding courses for remote as well as campus based delivery. 7. Continuing relationship with Deakin University to improve opportunities for articulation of TAFE programs into higher education courses and to fulfil the community expectations of the Geelong region for being a Centre of Excellence for education and training. Specific Accountabilities Policy and Planning Strategic Plan Review and update the Strategic Plan as appropriate. Program Management Ensure the range of programs offered by the Institute continues to be aligned with the achievement of the priorities outlined in the Strategic Plan 2018 – 2021 and supports both community and business needs. Using the recommendations from the Strategic Course Review to establish a program priority list for the Institute. Financial Plan Direct the budget processes within an annual schedule that ensures adequate consultation and preparation takes place prior to negotiations with the Higher Education and Skills Group concerning funding allocations. Ensure that submissions accurately reflect the Institute’s needs and that all avenues of funding and services are explored in the acquisition of resources. Oversee the preparation of the Annual Report for both internal and external auditing purposes. Facilities Plan Review major works and minor works plans annually. Maintain an overview of the Institute’s Master Facilities Plan and Asset Management Strategy. Business Plan Lead the development of the Institute Business Strategy and appropriate Annual Operating Plans within the Institute, together with development of an Institute Marketing Plan. Operational Governance Oversee the operation of the Institute’s teams, such as the Board of Studies, Capital Expenditure, Budget Review, ICT Governance, and Risk Management to: Ensure the quality of vocational education and training programs and services; 24 June 2019 Page 3 of 7 Strategic HR and Development Position Description_CEO Position Description Encourage the development of innovative, flexible delivery systems; and Promote access and delivery systems that are responsive to client requirements and demands. Establish effective organisational structures, ensuring that effective decision-making processes, working relationships and communications exist. Implement effective delegation for financial, human resource, program and external relationship accountabilities to enable the efficient operation of the Institute. Ensure the Institute operates in line with Government and Institute policies and objectives. Promote a commitment to the attainment and maintenance of a robust quality assurance culture within the Institute to meet the requirement of the VET Quality Framework. Provide the Board with updates on Institute performance against financial budgets ensuring there is adequate control and governance in place. Ensure that the Institute is appropriately marketing its programs and services to industry and the community, locally, throughout Australia and overseas. Ensure the Institute has appropriate systems and processes in place to comply with the requirements established in the Ministerial Direction of Fees and Charges and Institute Board policies. Oversee the establishment and administration of a student loan fund and the fee payment schedules. Responsible for ensuring that examinations and awards within the Institute operate within the appropriate regulation framework and comply with all audit requirements. People and Culture Ensure workforce planning processes are in place to forecast and meet the future staffing needs of the Institute. Review reports relating to the outcomes of recruitment, planned professional development and industrial release programs and initiate appropriate action. Support the continuing professional development of staff and managers within the Institute to facilitate a high performing workforce. Demonstrate leadership that supports and maintains a values-based Institute. Encourage staff to maintain a national and international perspective on current education and training developments and issues. Fulfil the employer’s role and responsibilities for all staff on behalf of the Board, including responsibility for the application of Industrial Awards, and negotiation and implementation of Enterprise Bargaining Agreements and contracts of employment. Professional Relationships Develop and maintain a close working relationship with the Board, involving members in activities of the Institute and facilitating the operation of the Board Committees to enhance the management of the Institute. Lead liaison, negotiation and consultation with State and Federal Governments, international
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